In a recent staff survey at the Greater Washington Community Foundation, 100 percent of employees said they were clear on the organization's mission and vision.

Six years ago, that number was 39 percent.

That gap is what happens when an organization decides, at the height of a pandemic, to stop thinking in three-year cycles and commit to a ten-year framework instead. Tonia Wellons was thirty days into her role as president and CEO when COVID hit — canceling a 600-person gala, sending staff home, building a crisis response from scratch. And then, as the uncertainty stretched on, she and her board planned further out, not less. Because the plan isn't a prediction. It's a fixed point. And fixed points are most valuable when everything else is moving.

What's moving right now is almost everything. In 2020, the crisis had a shape — federal resources flowing outward, community energy concentrating around visible needs. Now the disruption comes from a different direction. What Wellons calls "dispersed energy" has replaced collective momentum: people still care, but without a center of gravity, that care is very hard to organize — and very hard to sustain.

Nonprofit leaders are resilient by training. But resilience and endurance are different capacities. Over ten consecutive years of crisis, the sector has been asked to sustain both, and the cumulative cost is real. Boards that aren't actively asking how to lighten that load are going to lose people — not in a single wave, but in quiet rolling exits. Some of those, Wellons is careful to note, are the right response. A thoughtful departure or sabbatical isn't failure. It's a sector populated by human beings.

The same honesty shapes how she talks about the foundation-nonprofit relationship. The power dynamic is real, she says. But the way through it is relational, not structural — funders explaining why they stopped doing something, nonprofits naming the blind spots that foundations can't see from where they sit. The alignment the sector keeps reaching for will arrive person to person, or not at all.

Last fiscal year, the Greater Washington Community Foundation granted approximately $70 million — a record — while donor giving and national philanthropic support both reached new highs. None of it happened because the environment got easier. It happened because the foundation had a fixed point, and a leader who understood that holding steady and standing still are not the same thing.

Links & Notes

• Read the Insights on Purpose™ Report
• The Greater Washington Community Foundation

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